I’ve spent time doing software at VW and a few of its subsidiaries, and this matches my experience.
Compliance is everything, and SAFe (Scaled Agile) is deployed as a blunt instrument.
Management treats software exactly like hardware production lines—everything is just an "engineering process" that can be optimized on a spreadsheet.
The underlying assumption is that individual engineering talent is just an interchangeable commodity. Once you view developers as replaceable cogs, outsourcing the entire infrastructure to the lowest bidder in India becomes the logical conclusion.
It’s a textbook case of process-over-people driving institutional tech debt.
> Management treats software exactly like hardware production lines
That's exactly my observation as well. Classic hardware-producing companies have an immense respect on the step of entering mass-production, as whatever issue that slipped through will be multiplied and physically spread across the world.
So they come from the mindset that the dominant mindset is to minimize the SURFACE-area of potential risk. This makes it really hard for them to compete in software-space, because in software the dominant mindset is to just estimate risk.
Neither is wrong, but applied vice-versa is.
- If you treat software like hardware, you end up cutting out everything that could make your product fit more than your decided main use-case.
- If you treat hardware like software, you're placing a bet on behalf of your customer that the product "will be fine", and a (very expensive) bet that this product won't create an aftermath which may destroy your entire company.
Companies which can't manage the distinction here end up putting hardware in the hands of customers they should have built differently and then spend all their resources on software updates just to somehow keep the core function working.
Why shouldn’t software be treated with the same rigor at Volkswagen scale?
Pretty much all software products typically talked about on HN are laughable at that scale, they have crashes or weird bugs way more often than the six sigma norm of 99.9999% reliability.
For example, I don’t think it’s even possible nowadays to buy a new iPad and use it with default apps and settings for any significant duration continuously. It’s well under 1 million minutes of uptime before failure and a hard restart is needed.
So anything more complex than the simplest possible use case of an iPad is even more of a joke under hardware norms.
> Why shouldn’t software be treated with the same rigor at Volkswagen scale?
No one said that it shouldn't.
What I wrote is, that the approach of minimizing any SURFACE of risk in software creates the (subjectively good and solid) software of previous car-generations (in Volkswagen terms: MIB2 ~ a bit downhill already in MIB3): A solid, predictable and closed product fulfilling its core use-case.
But it DOESN'T create a user experience with those "fun" niche features, competitive remote-access Smartphone features, exposed API's, sudden new features during lifecycle, funny "ludicrous modes" etc.
And today's customers are demanding those features, it's now a hygiene factor for a premium experience on Smartphones as well as on cars.
A Tesla is not considered a "Premium" car because of its premium hardware or manufacturing quality. They disrupted the car-industry by being the first to apply a software-dev mindset to it, and the consumer perceives this as premium.
Apparently I need to clarify, as it's not obvious from my previous comments: _I_ don't consider Tesla premium at all, it is NOT a premium hardware company.
It's bad quality hardware hiding behind an cleaner engine and some software features.
It is EXACTLY the product of a hardware company which keeps treating hardware-production like it's software, as described above.
Compliance is everything, and SAFe (Scaled Agile) is deployed as a blunt instrument.
Management treats software exactly like hardware production lines—everything is just an "engineering process" that can be optimized on a spreadsheet.
The underlying assumption is that individual engineering talent is just an interchangeable commodity. Once you view developers as replaceable cogs, outsourcing the entire infrastructure to the lowest bidder in India becomes the logical conclusion.
It’s a textbook case of process-over-people driving institutional tech debt.